Cultivating Leaders Across a Global Bank

The context: A global bank's Asia Pacific regional team wanted leadership development that went beyond management skills. They needed programmes that would support managers through critical transitions—from individual contributor to team lead, from team lead to manager of managers, and into functional leadership—while building the inner capacities that distinguish genuine leaders from competent administrators.

What we did: We designed and delivered three multi-level leadership programmes, each running 6-9 months. The blended approach combined intensive workshops (2-3 days), individual coaching, and small-group peer learning sessions every 3-4 weeks. Two of the programmes were built explicitly on the Integral Framework, helping participants examine their leadership through all four dimensions—not just skills and systems, but mindset and relational dynamics. The peer groups became spaces where participants brought real challenges, experimented with new approaches, and held each other accountable for growth.

The impact: Across multiple cohorts, programmes have consistently achieved NPS scores of 9 out of 10. More telling than the numbers: participants regularly describe the experience as transformative—not just learning new techniques, but fundamentally shifting how they see themselves as leaders.